HR Planning

2–1
After studying this chapter,
you should be able to:
2-1 Know the concepts and processes of HR planning.
2-2 Understand the role of the business environment, strategy,
and virtual management in HR planning

2-3 Analyze the relationship between HR strategy and business

strategy.

2-4 Know how to budget for the HR department

2-5 Understanding the measures and principles of streamline
staffing.

2–2
HR Planning’s Concept and Process

 Concept
– HR planning involves determining strategic goals,
workforce requirements, formulating strategies,
policies, and implementing programs and activities
to ensure that the enterprise has an adequate
workforce with the necessary qualities, skills, and
productivity to carry out tasks efficiently,
effectively, and in high quality, in line with the
strategic objectives of the business.

2–3
HR planning process
Analyze the environment, set goals, and develop business
strategies for enterprises in the era of the Metaverse

Workload forecasting
Analyzing the current
practice of HRM
Workforce demand
forecasting

Analyzing the labor supply-demand relationship and adaptability

Determining action
Establishing policies
programs

Controlling, evaluating, and improving

2–4
Analyzing Business Environment,
Strategy, Objectives

 PESTLE
– Political, economic, social, technology, laws and
environments.
 SWOT
– Strengths, weaknesses, opportunities, threats

2–5
Virtual Management

2–6
HRM and Social Media Adoption

2–7
HR Strategy and Business Strategy
 HR strategy
– Enhancing performance outcomes.
– Improving employee satisfaction and engagement.

2–8
Link between HR and Business Strategies

Business HRM Business HRM

Strategy Strategy Strategy Strategy

Level 1 Level 2

Business HRM Business HRM

Strategy Strategy Strategy Strategy

Level 4 Level 3

Business HRM
Strategy Strategy

Level 5

2–9
Strategy planning and HR planning

HR PLANNING
Analysis Actions Outcomes
• Managers • Managers • Select right
determine create action person.
Strategy planning objectives and plans to ensure • Assign right job.
• Leaders determine strategies to personnel align • Assign right
strategic objectives prioritize tasks with job time.
and ways to obtain. and assign requirements,
responsibilities. including
capacity, skills,
and knowledge.

Strategic HR • Organizational • Job design Organization

planning structure • Job analysis • Productivity
• HR officers and • Assignments • Recruitment • Expenditure
managers focus on • Test • Profits
the relationships • Performance Employees
between HR evaluation • Work motivation
activities that align • Pay • Job satisfaction
with the strategic • Labor relation • Trust
objectives of the • Personnel • Job
organization. rotations effectiveness

2–10
HRM Strategies Aligned with
Organizational Strategies
 HRM aligns with innovation strategy
– Job design, group performance, pay system,
career development.
 HRM aligns with quality improvement strategy
– Clear routine, employee participation, evaluative
criteria, fairness, training and developing
programs.
 HRM aligns with cost reduction strategy
– Specialization, performance evaluation.

2–11
Analyzing the Current State
 Human resources
– Numbers, structure, education, professional skills,
etc.
 Organizational structure
– Type, leadership and power, departmental
structure.
 Policies
– Hiring, training and coaching, compensation.

2–12
 Workforce Demand Forecasting
 Quantitative methods
– Trend, correlation, regression, etc.
 Qualitative methods
– Expert, Delphi, etc.

2–13
Analyzing the Supply-Demand
Relationship
 Formula for determining the needed number
of hires
– Hiring demand = Needed numbers – Presenting
numbers +(% resignation * Presenting numbers).

2–14
Budgeting for the HR Department
 Costs associated with organizing human
resources activities within an organization,
encompassing all expenditures
– Training and coaching, events, etc.
 Office expenses, encompassing all
expenditures for office supplies
– Telephone, postage, and utilities used during
work.
 Costs related to the salary for the staff in the
department, encompassing all salary,
allowances, benefits, and bonuses.
2–15
Streamline Staffing
 Ensure that reducing HR costs does not lead
to a decrease in productivity

 Ensure comprehensive cost calculations

when implementing streamlining measures
(considering potential employee stress,
accident risks, termination expenses, etc.)

 Utilize the fairest criteria in evaluating

employees for resignation purposes

2–16
Controlling and Implementing
 Guide activities in human resource planning,
identify discrepancies between the plan and
implementation, analyze the causes of these
discrepancies, and propose improvement
measures.

2–17
Job Analysis and Departmental Management
Documents
After studying this chapter,
you should be able to:
3-1 Understand the concept, data gathering, and job analysis
procedure.

3-2 Describe data and information collection and analysis.

3-3 Design job description and job specifications.
3-4 Understand job analysis in Vietnam and trends.
3-5 Design departmental management documents.
3-6 Recognize work processes and define personnel allocation.
Job analysis

 Concept
– The process of studying job content to identify the
conditions for execution, tasks, responsibilities,
authority limits in performing the job, and the
qualities and skills that employees need to possess
to carry out the job effectively.
Job analysis components
 Job description
– A document listing the functions, tasks, work
relationships, working conditions, inspection and
supervision requirements, and standards to be
achieved when performing the job.
 Job specification
– A document listing the requirements for individual
capabilities such as educational background, work
experience, problem-solving skills, other skills, and
personal characteristics most suitable for the job.
 Job analysis

Job description Job specification

Employee Pay,
Hiring and Training and Work value
performance recognition
selection coaching defining
evaluation and rewards
Information Gathering
 Working conditions
– Pay, recognition and rewards, etc.
 Job routine
– Labor relation, customer services, etc.
 Personal attributes
– Education, knowledge, skills, etc.
 Machines and equipment
– E.g., quantity, functionality
 Norms
– Job behavior and performance requirement
Job Analysis’ Content and Procedure
1. Set the goal of job analysis
2. Gather available information throughout the
structured departments in organization
3. Select critical factors
4. Interview and survey
5. Test and ensure information accuracy.
6. Design job description and specification.
Data Collection Method for Job Analysis
 Interview
 Questionnaire
 Observation
 Dairy writing
Contents of Job Description
1. Identify job tasks
2. Job summary
3. Working relationships
4. Work function and responsibility
5. HR attraction
6. Training and development
7. Performance evaluation
8. Pay and compensation
9. Labor relation development
Contents of Job Specification
 Educational level
– Expertise, foreign languages,
 Work experience
 Skills
– Unique working skills.
 Personality traits and personal attributes
Key Performance Indicator in Job
Description and Job Specification

 Clearly ascertain the frequency and

significance of each task, the expected
outcomes, and the corresponding
competencies required to accomplish the
objectives.
Job Analysis in Vietnam and Trends
 Documents for job analysis in Vietnam
– Occupational classification
– Standards for state officials' duties
– Standards for technical job levels;
– Standards for technical worker job levels.
 Trends of Job Analysis
– Reduce workload.
– Increase group/team work.
– Simplify organizational structure.
Departmental management documents
 Key contents
– Mission of departments or units.
– Specified functions.
– Strategic map for departmental function.
– Departmental relationships at work.
– Main tasks.
– Internal departmental management.
– Report and work procedure.
– KPI criteria
– Equipment
Business Department’s Strategic Map
Increasing
stock value
Finance
How to achieve financial goals?
Sales cost Increase
control revenue

Customers
Create value for
Customer Availability Service
customers Speed Branding Connect
care

Process Operational Customer Innovation Society and laws

Which process is management management management
• Supply • Bidding • New
optimal? • Distribution • New customer product
• Customer service idea
• Growth

Learning development
How to develop in a HR Motivation Ability
sustainable manner?
Information

Organization Culture Unify Group work

Departmental Management Documents vs.
Functions and Tasks of the Department
Components Functions and Tasks Departmental
of the Department Management
Documents
Mission V
Function and tasks V V
Structure V
Coordinating, V
consulting, controlling
and monitoring.
Unit management V
Report V
KPI criteria V
Work processes
 How tasks are organized to achieve the
organization's goals in terms of products and
services.
– Analyzing work process helps managers combine,
simplify, or even eliminate certain tasks.
Personnel allocation
 Emphasize how jobs and duties are
effectively assigned to specific employees.
– Allocate the total time reasonably required to
perform the work of each department, division (j),
for the number of employees (nj) in the
department (j), to determine the average
reasonable time needed per employee per working
week.
Recruitment Process
After studying this chapter,
you should be able to:
4-1 Understand the foundation of diversity in recruitment.

4-2 Know candidate sources in recruitment.

4-3 Understand the content and sequence of the recruitment

process.

4-4 Be familiar with attraction and workforce arrangement

models.

4-5 Know how to assess the effectiveness of recruitment

activities.
Diversity in Recruitment
 Roles
– Generating superior financial performance;
possessing a workforce with unique and diverse
skills; gaining a competitive advantage in
recruiting and attracting talented candidates;
enhancing the company's brand image.

 Diversity orientation
– The unique characteristics of candidates help to
perform and fulfill job requirements to the best
possible extent, complementing other team
members within the same group
Diversity Levels
 Surface-diversity levels
– Age, gender, ethics, etc.
 Deep-diversity levels
– Perceived value, personality, work preferences.
Demographic Characteristics
 Create a uniquely diverse workforce based
on regional and ethnic variations, offering
multiple choices in recruitment to build a
personnel team serving production and
business activities
Biography
 Individual attributes (age, gender,
race/ethnicity)
– Forming the basis for recognizing surface-level
diversity, predicting recruitment success, interview
performance, and factors related to job
effectiveness and relationships in the workplace.
Disability
 Defined
– The condition of physical, mental, intellectual, or
sensory impairment creates barriers in interaction,
hinders full and effective participation in social and
labor activities compared to other typical
individuals.
Generation and Value
 Classifying and understanding the
characteristics and values of generations will
help managers design the workplace to be
attractive and maintain a dynamic, multi-
generational workforce.
Generation Classification and Work Values
Generation Age Range Characteristics Work Values
Dedication, hard work; highly value
Near the end of their careers,
authority and personal recognition; rich
Traditional 76-99 holding some leadership roles
experience and willingness to share;
and advising.
loyal to the profession.
Ambitious for success and high
Holding key leadership
Baby achievements; decide based on
57-75 positions; high decision-making
Boomers consensus and feedback; loyal to the
and support capabilities.
profession.
Smaller workforce than Baby
Boomers and Millennials;
independent, self-directed, and Team-oriented; work-life balance; build
Generation X 42-56
highly leadership-oriented; trend social relationships.
towards entrepreneurship and
business.
High individualism but still willing to
work in teams; financial success;
Largest workforce; adaptable
Generation Y 26-40 connect and build satellite
and quick to change.
relationships; contribute to the
organization, customers, and society.
Youngest workforce; high
Performance-oriented; connect people
technological capabilities (social
through ideas and drive change;
Generation Z ≤25 media and electronic platforms);
passion for work is a crucial factor for
entrepreneurial spirit and
the organization's success.
resilience.
DEI
 Diversity
 Equality
 Inclusiveness
Candidate Sources In recruitment
 Intra-organizational source
– E.g., Job and role rotations
 External sources
– E.g., agents, colleges, etc.
Content, Sequence of the
Recruitment Process

 Assist businesses in communicating brand

equity; attract attention from potential
candidates, thereby building a quality
workforce for the existence and maintenance
of the business's competitive advantage
– Preparation.
– Recruitment informing.
– Receiving and assessing application.
– Initial interview, testing, rounded interview.
– Investigation and confirmation.
– Health check and hiring decisions.
 Related units Document, data

Recruitment Process
1.Unit needing Proposing employee Recruitment
recruitment recruitment demands Requesting Form

2. Recruitment Collecting all Informing

staff recruitment demands reasons

3. HR director Recruitment planning HR Plan, annual

4. General Director Plan approvals

Reject
Accept
5. Recruitment staff Informa annual plan
and HR objective for
units

Proposing quarter Recruitment

6. Unit Director
recruitment Requesting Form

Quarter action planning

HR plan, quarterly
7. Recruitment staff

8. General Director
Check and approval Internal info, interview
HR Director
Reject letter, application, bio,
Accept test result, interview
9. Recruitment staff outcome, accepted
General Director Implementing form.
Unit directors recruitment
HR director

10. General Director Approval

Hired Reject Job offering letter, new
11. Recruitment staff employee assessment
Employee archival
form
Attraction and Workforce
Arrangement Model

 Club model
– Fair treatment of members, and loyalty is often
demonstrated through tenure.
 Team model
– Highly open to the external market at all levels.
Employees are assigned tasks and promotions
based on individual achievements. Individual
creativity is highly rewarded
Attraction and Workforce
Arrangement Model (cont’)

 Academy model
– A relatively stable organizational structure and
always emphasizes the development of
knowledge, skills, and the commitment of its
members, with rewards based on individual
achievements.
 Survival model
– When an organization or business is struggling for
its survival or is in a crisis phase.
Recruitment Effectiveness
1. Cost for recruitment activities and cost per hire,
covering fees for recruitment services and
advertising.
2. Quantity and quality of received resumes.
3. Ratio between the number of newly hired
employees and the number recommended for
hiring.
4. Number of candidates accepted and the number
of candidates who reject job offers at a specific
salary level.
5. Performance results of newly hired employees.
6. Number of new employees leaving the job.
Inspection, Testing, and Interviewing
After studying this chapter,
you should be able to:
5-1 Understand the foundation of inspection, testing, and
interviewing tools.

5-2 Classify the forms and procedures of testing.

5-3 Know how to design an interviewing process.

5-4 Understand the recruitment interviewing techniques.
Inspection, Testing, and
Interviewing Tools

 Tool attributes
– Reliability
– Validity
– Practicality
Testing and Assessment
 Type of testing and assessing
– Knowledge quiz, intellectual quiz, special
understanding quiz, physical quiz, psychology and
preference quiz
– Achievement test, performance assessment.
 Process
– Step 1. Analyzing job.
– Step 2. Selecting tests.
– Step 3. Organizing test.
– Step 4. Revising and completing.
Interview

Information requiring investigation from

both company and candidate
Organization Candidate
• Pay • Job understanding
• Promotion • Enthusiasm and
• Development engagement
opportunities • Skills and talent
FIT
• Challenges • Motivation
• Safety • Personality, ability
• Other working and out-going
conditions • Limitations
Type of Interview
– Non-directive interview
– Structured interview
– Situational interview
– Continuous interview
– Group interview
– Stress interview
Interview Process
 Preparation
 Preparing interview questions
– General questions
– Professional questions
– Other questions (e.g., personal strength and
weakness)
 Establishing a system for rating answers
– Learning, promotion, status, salary and
compensation, certainty, and safety of job, etc.
 Implementing interviews
Factors Influencing Interviews
• Demographic
• Biography
Candidate • Psychology and personality
• Work and career preference
• Understanding work life
• Language, behavior

• Demographic
• Biography
Interviewer • Psychology and personality
• Work and career preference Interview
Interview
• Understanding interview skills Results
• Collecting candidate information
clearly
• Language, behavior

• Political and economic pressure

• Role of recruiting interview
Situation • Percentage of hiring
• Condition and facilities for interview
• Numbers of people in the interview
panels
Recruitment Interviews
 Interview principles
– Reviewing the job description and job
specification.
– Maintaining positive interaction with the
candidate.
– Listening carefully.
– Observing changes in the candidate’s facial
expressions and behaviors.
 Instructions for the candidate
1. Instruction #1. Prepare carefully.
2. Instruction #2. Understand the interviewer's
actual needs.
3. Instruction #3. Relate the candidate's abilities to
the desired profile of the interview panel.
4. Instruction #4. Think before answering.
5. Instruction #5. Pay special attention to
psychological expressions, demeanor, and
behavior throughout the interview process.